01745pab a2200145 454500008004000000100002600040245010200066260000900168300001500177362000800192520130100200650003201501700001801533773004801551180718b2017   xxu||||| |||| 00| 0 eng d  aMartinis, Michael De   aThe east west link PPP project's failure to launch: when one crash-through approach is not enough  c2017  ap.352-377.  aSep  aThe East West Link (EWL) project was to have been a $22.8 billion publicﾖprivate partnership (PPP) to construct and manage an 18 kilometre road linking freeways east and west of Melbourne. Contracts were signed before and terminated after a state election by different governments. These actions are examples of government control over traditional governance conventions and operational outcomes, also referred to as the 'crash-through' approach. This long-term infrastructure PPP project enabled the first government to crash-through its infrastructure plans. However, the newly elected government argued that a new democratic mandate was more important than commercial contract continuation. This option came with a significant cost in excess of $1.1 billion. The project's failure to launch is examined via key events and controversies, and fulfilment of 13 PPP requirements. None were fulfilled, including the proper choice of a PPP as the procurement method and the delivery of value for money. Lessons learnt include the risk of suboptimal PPP outcomes when substandard and rushed state advice is used for decision making. We consider Victoria's Auditor-General's new ﾑfollow-the-moneyﾒ powers and the recently established Infrastructure Victoria in addressing PPP legitimacy. - Repro  aPublic private partnerships  aMoyan, Leslie  aAustralian Journal of Public Administration